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	<title>IT Project Mechanic &#187; Management</title>
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	<link>http://itprojectmechanic.com/itpmlog</link>
	<description>give your IT Projects a tune-up</description>
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			<item>
		<title>How do you define problems your projects are designed to resolve?</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/06/10/how-do-you-define-problems-your-projects-are-designed-to-resolve/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/06/10/how-do-you-define-problems-your-projects-are-designed-to-resolve/#comments</comments>
		<pubDate>Tue, 10 Jun 2008 13:08:23 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Conceptual]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Project Success]]></category>
		<category><![CDATA[Uncategorized]]></category>
<category>about</category><category>IT</category><category>problem</category><category>process</category><category>project</category><category>success</category><category>waste</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/index.php/2008/06/10/how-do-you-define-problems-your-projects-are-designed-to-resolve/</guid>
		<description><![CDATA[When most projects start out they have an identified problem that is driving the effort.  Every project I&#8217;ve been a part of, or can think of for that matter, has at it&#8217;s core a problem, perceived problem or need that is moving people to action.  I believe that a large number of these [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2008/06/10/how-do-you-define-problems-your-projects-are-designed-to-resolve/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Blog posting on ITtoolbox</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/03/20/blog-posting-on-ittoolbox/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/03/20/blog-posting-on-ittoolbox/#comments</comments>
		<pubDate>Fri, 21 Mar 2008 04:54:11 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Documentation]]></category>
		<category><![CDATA[IT Projects]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Requirements]]></category>
		<category><![CDATA[Results]]></category>
<category>Documentation</category><category>it</category><category>project</category><category>requirements</category><category>Results</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/index.php/2008/03/20/blog-posting-on-ittoolbox-itprojectmechanic/</guid>
		<description><![CDATA[I&#8217;m blogging at www.ittoolbox.com/pm/itprojectmechanic and thought you might want to review the article that I posted there called &#8220;Why am I doing this?&#8221;
You can visit the blog here: http://blogs.ittoolbox.com/pm/itprojectmechanic/archives/why-am-i-doing-this-23212
 A question that I sometimes ask myself (in frustration I might add) is something that ought to be written on the top of my monitor &#8211; [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2008/03/20/blog-posting-on-ittoolbox/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>the PMO, Portfolios and the expectations game&#8230;</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/03/18/the-pmo-portfolios-and-the-expectations-game/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/03/18/the-pmo-portfolios-and-the-expectations-game/#comments</comments>
		<pubDate>Tue, 18 Mar 2008 13:25:25 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Results]]></category>
<category>communication</category><category>consulting</category><category>pmo</category><category>portfolio</category><category>ppm strategy tools</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/index.php/2008/03/18/the-pmo-portfolios-and-the-expectations-game/</guid>
		<description><![CDATA[Having implemented a &#8220;few&#8221; PMOs, I can share a phenomenon that many of you can relate to &#8211; the notion that &#8220;Portfolio Management&#8221; or &#8220;the PMO&#8221; is going to make an IT department&#8217;s situation different because of their existence.  I can sadly say that I&#8217;ve heard too many seat pocket ideas (like those found [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Why is this happening?!?!?</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/03/12/why-is-this-happening/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/03/12/why-is-this-happening/#comments</comments>
		<pubDate>Wed, 12 Mar 2008 16:03:51 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[IT Projects]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Stakeholders]]></category>
		<category><![CDATA[Tune-Ups]]></category>
<category>IT</category><category>PM</category><category>problem</category><category>process</category><category>project</category><category>Results</category><category>stakeholders</category><category>success</category><category>troubled</category><category>WBS</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/index.php/2008/03/12/why-is-this-happening/</guid>
		<description><![CDATA[Every PM I have met along my journey has had at least one, if not a few, projects that could be modestly described as troubled.  In fact, I think this is a pretty standard occurrence in the Project Manager ranks &#8211; there are projects that despite our best efforts, quality training and experience, spend [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Interesting article on SearchCIO.com &#8211; CIO &amp; the PPM Strategy</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2008/03/10/30/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2008/03/10/30/#comments</comments>
		<pubDate>Mon, 10 Mar 2008 23:25:30 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Measurement]]></category>
		<category><![CDATA[PM_Software]]></category>
<category>ppm strategy tools</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/index.php/2008/03/10/30/</guid>
		<description><![CDATA[ I was surfing the blogosphere and ran across an article about how Project and Portfolio Management strategy (and software) are musts for CIOs in hard times &#8211; I would argue that the belt tightening in lean times and the wild-wild-west rules when times are good is all the more reason to invest in PPM [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2008/03/10/30/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How much process is enough process?</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/08/20/how-much-process-is-enough-process/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/08/20/how-much-process-is-enough-process/#comments</comments>
		<pubDate>Tue, 21 Aug 2007 02:36:53 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Results]]></category>
		<category><![CDATA[agility]]></category>
		<category><![CDATA[defects]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[Measurement]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[SixSigma]]></category>
<category>agility</category><category>defects</category><category>improvement</category><category>Measurement</category><category>PM</category><category>process</category><category>project</category><category>Results</category><category>SixSigma</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=24</guid>
		<description><![CDATA[If you have spent time in a few different IT shops, especially project shops, you probably have noticed something about processes.  This is something that drives me bonkers about how people implement process.  While this is designed to be somewhat humorous, this is potentially hazardous stuff and should be taken seriously&#8230;
Some places almost [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2007/08/20/how-much-process-is-enough-process/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>7 Deadly Sins of measuring project results</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/29/7-deadly-sins-of-measuring-project-results/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/29/7-deadly-sins-of-measuring-project-results/#comments</comments>
		<pubDate>Mon, 30 Jul 2007 00:15:57 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Measurement]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[avoid]]></category>
		<category><![CDATA[data]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[measuring]]></category>
		<category><![CDATA[performance]]></category>
		<category><![CDATA[Results]]></category>
		<category><![CDATA[SixSigma]]></category>
		<category><![CDATA[system]]></category>
<category>avoid</category><category>data</category><category>improvement</category><category>Measurement</category><category>measuring</category><category>performance</category><category>PM</category><category>Results</category><category>SixSigma</category><category>system</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=20</guid>
		<description><![CDATA[Do you know how your project’s performing?  Are you sure???
Measuring project results occurs in every project – task completion, performance to schedule, etc.  Many PMs, managers and leaders believe that the efforts they are making toward measuring project results are “good enough”.  There are, however, potentially fatal mistakes (figuratively) that can be [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2007/07/29/7-deadly-sins-of-measuring-project-results/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to know what project success looks like</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/22/how-to-know-what-project-success-looks-like/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/22/how-to-know-what-project-success-looks-like/#comments</comments>
		<pubDate>Mon, 23 Jul 2007 00:14:41 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[Deployment]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[IT Projects]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Measurement]]></category>
		<category><![CDATA[Project Success]]></category>
<category>communication</category><category>PM</category><category>project</category><category>requirements</category><category>results</category><category>stakeholders</category><category>success</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=17</guid>
		<description><![CDATA[In the early phases of a project, the team members, stakeholders and sponsors are all focused on the work ahead &#8211; they are gathering requirements, setting up a business case or getting familiar with the product that will be central to the project.  One of the items that doesn&#8217;t get much attention during this [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2007/07/22/how-to-know-what-project-success-looks-like/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Learning how to manage &#8220;up&#8221; in any situation</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/18/learning-how-to-manage-up-in-any-situation/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/18/learning-how-to-manage-up-in-any-situation/#comments</comments>
		<pubDate>Wed, 18 Jul 2007 19:43:55 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[Conceptual]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Management]]></category>
<category>about</category><category>approach</category><category>avoid</category><category>communication</category><category>managing</category><category>performance</category><category>PM</category><category>project</category><category>Results</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=15</guid>
		<description><![CDATA[Project managers are all too familiar with how to manage their team’s performance and their projects -this is a core skill you quickly learn and enhance or you die as a PM.
Project managers, in large numbers, are either freaked out by or don&#8217;t know how to manage their leadership, managers and bosses to get the [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2007/07/18/learning-how-to-manage-up-in-any-situation/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>3 Simple Truths of IT Project Communication</title>
		<link>http://itprojectmechanic.com/itpmlog/index.php/2007/07/16/communication-for-it-projects/</link>
		<comments>http://itprojectmechanic.com/itpmlog/index.php/2007/07/16/communication-for-it-projects/#comments</comments>
		<pubDate>Tue, 17 Jul 2007 02:35:53 +0000</pubDate>
		<dc:creator>CrisRogers</dc:creator>
				<category><![CDATA[Communication]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[PM]]></category>
		<category><![CDATA[Team]]></category>
<category>communication</category><category>PM</category><category>project</category><category>truths</category>
		<guid isPermaLink="false">http://itprojectmechanic.com/itpmlog/?p=14</guid>
		<description><![CDATA[The single most important component of project management is communication.  Communication is also the one area discussed by PMI and the PMBOK the least and largely left to the imagination of Project Managers.  The Standish Group produces a report titled “The Chaos Report” in which they review IT Projects and various aspects of [...]]]></description>
		<wfw:commentRss>http://itprojectmechanic.com/itpmlog/index.php/2007/07/16/communication-for-it-projects/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
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